On the 13th of June the Dutch Embassy together with the Dutch Chamber organised the second Young Professionals Event with the theme "How to survive as an expat in Sweden".Interesting talks on cultural differences by the panel James Savage, Marissa van der Werf and Julika Lamberth were followed by an engaging interactive session were the participants themselves brainstormed ideas for improving life in Sweden as an expat.Whilst highlighting difficulties the entire session was rounded off in a positive note and resulted in some great tools and ideas to implement, both in corporate and private life.​/Sara Svensson

With pleasure we introduce a new SME member of the Dutch Chamber: Faber Flags. Wouter Faber tells us more about the company.

"Faber Flags is part of Faber Group, a Dutch family company that, as the name suggests has its roots as a manufacturer of flags and banners. We have grown over the recent years into an international signage and printing company with sales offices and production units in both Europe and Asia.The products and solutions we produce are used for both brand communication as well as for creating atmosphere. For example, flags are a very traditional way for attracting attention to the presence of your brand, while our custom printed curtains, wall papers and carpets are used to create a pleasant and modern-day environment in an office, hotel or hospital. Another good example is the large format reproduction of the Claudius Civilis on our Fairlyn Mesh (environmentally friendly material) that we recently did in collaboration with the Dutch embassy and the Dutch Chamber (see the picture).

Today our company offers so much more than flags as we have the ability to print on any type of material, from textiles to wood and glass. Therefore, we will soon follow our sister companies in other countries and change our name to FaberExposize.

How long have you been operating in Sweden and what is your role in the Company?In the 1960’s my father, Arnoud Faber, visited large gasoline companies here in Sweden and quickly found out that there was a big demand for our flags. This was the start of successful export to Sweden through agents with steady growth. In the 2000’s after I graduated from business school, my first task was to further improve sales in Scandinavia, which in 2007 resulted in opening our sales office in Stockholm. The office was run by a local MD for several years and in august 2014 I decided to come to Sweden with my family to take on the challenge to grow more. Since then we have seen a double-digit growth rate, recently started with our own local production and are planning to expand our business into Norway and Finland.

How have you been introduced to the Dutch Chamber of Commerce?A friend introduced me to Els Berkers and we met to talk about Swedish business climate. Els invited me for a seminar, where she introduced me to Maarten Merckx. We stayed in touch and I attended a number of other events related to the Dutch Chamber. This leads to my membership of the Dutch Chamber.

What do you expect from your membership?I think the Dutch Chamber is a good platform to discuss doing business in Sweden, as well as getting a better understanding of how the Swedish society functions. It doesn’t limit itself to only the relationship between Sweden and The Netherlands, but actively seeks to connect to organizations from other countries and different parts of society, offering a very wide perspective. I think that’s important in international business. I hope that by being a member of the Dutch Chamber I can also contribute to this.

On 15 May we organised this year's first Orange Table event in Stockholm. The theme of the evening was gamification in health care - a show case for any business.​"Accepted solutions are not always the best solutions, neither are the best solutions always the most accepted ones" - it depends on the socio-political complexity and the technical physical one. Our speaker Sebastiaan Meijer, professor at the Royal Institute for Technology, informed the audience about the difficulties of determining adequate logistics for different solutions.

Normal logistics do not fit for health care. With the patient at the centre, we have to work more cross-organisational. However, people are trained to optimize their "aspect system" and not the subsystem that is part of a the large complete system.He also mentioned the problems with AI. What do we measure and who reacts? Are we creating much anxiety by monitoring? He noticed that sensing technology is here already, monitoring and control is on its way but concerning Care Access Pathways, little has yet been done - digital meetings are a starting point.